MGMT 352 EXAM 2 QUESTIONS AND ANSWERS WITH
COMPLETE SOLUTIONS VERIFIED LATEST UPDATE
Forecasting
-First process in Human Resource Planning
-Determining the supply and demand for human resources
-Predicting labor shortages(not enough employees) and/or surpluses(too many
employees)
-Can use statistical methods and/or judgment
Trend analysis
Forecasting demand for labor, predicts future demand given relatively objective stats
from the previous year(s)
Transitional Matrix
Forecasting supply of labor, chart that shows the proportion of employees in various job
categories in two time periods
Two Questions:
1. Where did people in each category go?
2. Where did people in each category come from?
Goal Setting and Strategic Planning
-Provide a basis for measuring the success of planning
-Goals come from forecasting: What should happen? When should results be achieved?
,-Strategies differ in terms of:
speed of results, amount of suffering caused, ability to change later
Strategy to manage a surplus
-Downsizing: planned elimination of large numbers of personnel
-Reducing Hours
-Early retirement programs
Strategies to manage a shortage
-Temporary and contract workers: limited assignments
-Outsourcing: contracting with another organization to perform a broad set of service
-Overtime and expanded hours
Implementing and Evaluating the HR Plan
Questions To Ask:
-Who was responsible for the results?
-Was the organization successful in avoiding the labor shortage and surpluses?
-Which parts of the plans were successful or not?
Planning and Affirmative Action
Are people from protected groups represented in the organization at the same rate as in
labor market?
Work Force Utilization Review
1. Assess and forecast supply and demand
2. Create goals and strategic plan
3. Implement and evaluate the plan
Personnel Policies
, -Organizations provide information about policies to applicants
-Signaling theory: applicants interpret available information as signals of organizational
characteristic
(a)Pay strategies: above lead market; at market or below market
(b)Employment-at-will vs. Due process: when and/or how to end the employment
relationship
(c)Image advertising: creating a good impression of the organization
-Internal vs. external recruiting: from what source(s) do organizations look for applicants
*Internal: employees who currently hold other positions in the organization
*External: people outside of the organization.
Recruitment Sources
-Internal vs. External Recruiting
(A) Yield Ratio: percentage of applicants who move from one stage to the
next, effectiveness of a source
(B) Cost per hire: cost of using a recruitment source divided by # of people
hired, efficiency
Recruiter Traits and behaviors
-The recruiter's impact can depend on the other information and signals available to
applicants
What should the recruiter provide?
warmth and friendly, information, answer questions, realism, feedback.
Steps in Selection Process
COMPLETE SOLUTIONS VERIFIED LATEST UPDATE
Forecasting
-First process in Human Resource Planning
-Determining the supply and demand for human resources
-Predicting labor shortages(not enough employees) and/or surpluses(too many
employees)
-Can use statistical methods and/or judgment
Trend analysis
Forecasting demand for labor, predicts future demand given relatively objective stats
from the previous year(s)
Transitional Matrix
Forecasting supply of labor, chart that shows the proportion of employees in various job
categories in two time periods
Two Questions:
1. Where did people in each category go?
2. Where did people in each category come from?
Goal Setting and Strategic Planning
-Provide a basis for measuring the success of planning
-Goals come from forecasting: What should happen? When should results be achieved?
,-Strategies differ in terms of:
speed of results, amount of suffering caused, ability to change later
Strategy to manage a surplus
-Downsizing: planned elimination of large numbers of personnel
-Reducing Hours
-Early retirement programs
Strategies to manage a shortage
-Temporary and contract workers: limited assignments
-Outsourcing: contracting with another organization to perform a broad set of service
-Overtime and expanded hours
Implementing and Evaluating the HR Plan
Questions To Ask:
-Who was responsible for the results?
-Was the organization successful in avoiding the labor shortage and surpluses?
-Which parts of the plans were successful or not?
Planning and Affirmative Action
Are people from protected groups represented in the organization at the same rate as in
labor market?
Work Force Utilization Review
1. Assess and forecast supply and demand
2. Create goals and strategic plan
3. Implement and evaluate the plan
Personnel Policies
, -Organizations provide information about policies to applicants
-Signaling theory: applicants interpret available information as signals of organizational
characteristic
(a)Pay strategies: above lead market; at market or below market
(b)Employment-at-will vs. Due process: when and/or how to end the employment
relationship
(c)Image advertising: creating a good impression of the organization
-Internal vs. external recruiting: from what source(s) do organizations look for applicants
*Internal: employees who currently hold other positions in the organization
*External: people outside of the organization.
Recruitment Sources
-Internal vs. External Recruiting
(A) Yield Ratio: percentage of applicants who move from one stage to the
next, effectiveness of a source
(B) Cost per hire: cost of using a recruitment source divided by # of people
hired, efficiency
Recruiter Traits and behaviors
-The recruiter's impact can depend on the other information and signals available to
applicants
What should the recruiter provide?
warmth and friendly, information, answer questions, realism, feedback.
Steps in Selection Process
